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Summary

The most successful organisations are those with the most diverse and engaged workforces. Studies show an 80% improvement in business performance among those with high diversity levels. When people feel included and able to reach their full potential, they are more engaged, more productive and often more creative.

Inclusive Leadership will help you drive culture change using organisational development principles. It takes you through the key components of leading change throughout the employee lifecycle, your supply chain, and through product development. Crucially, it will help you make a genuine impact on your business, through your people, both now and in the future.

Author Biography

Charlotte Sweeney is an experienced and pragmatic change agent with over 20 years experience of leading significant change programmes in large global organisations, coaching, facilitation and training. Fleur Bothwick has a Masters in HR Strategic Management, is an advisory member of the Pink Shoe Club Senate and an Ambassador for the CMI. She's the founder of Project Vanguard and in the Queen’s 2013 New Years Honours List, she received an OBE in recognition of her contribution to Diversity and Inclusion in the workplace.

Table of Contents

Acknowledgements

Foreword from Larry Hirst CBE

About the Authors

INTRODUCTION

What is Diversity and Inclusion?

Why is it important?

Who is the book for?

Why us?

Further thoughts

PART ONE: STARTING OUT

1. WHAT IS ‘STARTING OUT’?

Starting Out

Introducing the STAR framework

Getting to grips with D&I terminology

2. ASSESSING YOUR CURRENT POSITION

What information is available?

Cultural and community norms

Analysing your data

3. CREATING THE CASE FOR CHANGE

What has worked in the past within your organisation?

What’s more important – the moral, the legal or the business case?

Creating the Burning Platform

Do you know your SWOT from your PESTLE?

What’s In It For Me?

Use data that is most relevant for your organisation!

Challenging the Status Quo

4. BUILDING A STRATEGIC PLAN

Developing your vision

Creating your strategic delivery plan

Achieving short term wins

5. YOUR ROLE AS A CHANGE AGENT

What does an effective change agent look like?

The skills and competencies required

Building your skills

6. WHO IS THERE TO HELP? WORKING WITH EXTERNAL PROVIDERS

External Benchmarking

Charters and Kitemarks

Forums and external networks

Thought Leadership and Research

PART TWO: TAKING THE LEAP

7. BUILDING YOUR TEAM

Building a wider team

Where’s the programme office?

Winning supporters from the board to the shop floor

8. COMMUNICATING THE CHANGE

Creating your key messages

Creating and delivering your plan

Media channels

Adapting and embedding into everyday messages

9. BIAS AND UNCONSCIOUS BIAS TRAINING

The Impact of bias

What is Bias?

Bias and Unconsious Bias Training

10. TALENT MANAGEMENT – Recruitment to Career Development

Recruitment

Pre-hire and your organisations brand

Accessing the talent pool

Effective assessment of your talent pool

Performance management

Progression and Promotion

Training and Development

11. TALENT MANAGEMENT – Reward to Exit

Reward - pay and benefits

Leaving a company

Alumni networks

Pre-retirement programmes

Non-Exec Director positions

12.NETWORKS

What are networks and why build them?

Creating a network and getting it off the ground

Taking your local network regional and/or global

Challenges and obstacles

Measuring business impact and return on investment

PART THREE: ACHIEVING CHANGE

13. INCLUSIVE LEADERSHIP DEVELOPMENT

What do we mean by inclusive leadership?

Minority specific leadership development programmes

Cross cultural working

Coaching, mentoring and sponsorship for specific communities

14. NEW WAYS OF WORKING

What is New Ways of Working

Why the Focus

What is Flexible Working

Workplace of the Future (WOFT)

Challenges and solutions

Tips to achieving your vision

15. REMOVING BARRIERS AND OBSTACLES

Why some D&I strategies fail

How to identify your barriers and obstacles

Overcoming barriers and obstacles and reducing their impact

16.THINKING GLOBAL, ACTING LOCAL

Glocal – think global, act local

Creating a global ethos

Translating a global aspiration to local delivery

Empowering local employees to deliver their plan

PART FOUR: REAPING THE REWARDS

17.MEASURING IMPACT AND REALISING BENEFITS

Creating the right, trackable measures

Individual measures

Targets verses Quotas

Converting impact measures to business benefits

18.EMBEDDING YOUR STRATEGY INTO THE CULTURE

Building on the change and continuously improving

Leveraging progress and successes across the organisation

Awards – gaining external recognition

Sponsorship – associating your brand with others

19.LEVERAGING D&I IN THE MARKET

Supplier Diversity

Marketing to a diverse consumer base

Creating products and services for a diverse consumer base

20.LOOKING FORWARD

Changing Demographics

The need to connect with your mid level managers

Small actions, Big impact

Engaging Men/Allies as Agents for Change

Multi generational working

Moving away from a focus on single strands to a more sophisticated approach